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You must have heard about site reliability engineering (SRE). But do you know what it means and what the differences and similarities between ITIL 4, SRE, and DevOps are? First of all, all these frameworks or 'Best Practices' can add value across your IT value chain. They all answer the need of IT leaders to focus on how to best develop high-performing teams that both enable and accelerate their company’s digital strategy. These three frameworks share some core points:

• Culture: they all introduce a collaborative and connected culture
• Value: the three best practices increase the focus on delivering value with speed and quality for stakeholders
• Automation: automation is used to reduce waste and errors made by humans.

According to the 2019 survey “Upskilling DevOps” by the DevOps Institute, 66 percent of the respondents are adopting DevOps, 47 percent are applying ITIL as a best-practice framework, and 10 percent use (SRE) practices. And many of the teams surveyed were using all three.  

ITIL 4

ITIL 4 is the last evolution of the service management framework from Axelos. It introduces a new Service Value System (SVS) that is supported by 7 guiding principles. The framework is now more aligned with DevOps and Agile, introducing some DevOps practices such as value streams and continuous delivery. All members of the IT organization are involved and they work together to facilitate value creation through IT-enabled services. The key components of the ITIL 4 framework are built upon the service value chain, that delivers value upon demand or opportunity through 7 guiding principles, governance, practices, and continual improvement.

Focus

-service functionalities -non-functional requirements of availability, performance, security, and maintainability.

Purpose

Emphasizes service quality and consistency and aims for improved stakeholders’ satisfaction through ensuring value from the perspective of the stakeholders.  

SRE

Site reliability engineering (SRE) is Google’s approach to service management, introduced in a book of the same name. SRE is a post-production set of practices for operating large systems at scale, with an engineering focus on operations. It introduces the role of the SRE team, which is a defined job role within organizations. The team members are software engineers who are intended to perform operation functions instead of a dedicated operations team. The reliability of production systems and therefore its users are supported by an engineer who applies SRE site principles to manage availability, latency, performance, efficiency, change management, monitoring, emergency response, and capacity planning.

Focus

Non-functional requirements of availability, performance, security, and maintainability.

Purpose

Emphasizes the development of systems and software that increase the reliability and performance of applications and services. SREs also have on-call responsibilities which means they need to be available to provide a service or support.  

DevOps

DevOps is the creation of multidisciplinary teams of Dev and Ops to replace siloed Development and Operations that work together with shared and efficient practices and tools. The key members of a DevOps team are members from the development, operations, and security team who all are working on the software lifecycle in conjunction with each other to improve software quality and speed of software development and delivery with the goal to improve customer experience. DevOps aligns with Lean principles and Agile.

Focus

Speed and quality of functional (application features, etc.) and non-functional requirements of availability, performance, security, and maintainability.

Purpose

Achieve improved quality while managing adequate velocity of software and services for the line of business.  

ITIL 4, SRE, and DevOps: similarities?

• All three methodologies encourage collaboration among the different stakeholders across IT and with the business and/or product owners.

• All three address the key topic of change management. ITIL 4 using change management governance; SRE with the concept of an “error budget” (it allows changes to be made by the SRE team until the error budget is “spent.”); DevOps teams are continually managing changes that typically are gradual.

• They are supported by a vast set of automation tools. Some tools claim to focus on DevOps, others automate key processes. The automation tool landscape is complex and continually changing.

• They also focus on continuous learning and experimentation. The skills for each methodology might change but basically, they all need a combination of automation and process skills, soft and functional skills, business, and technical skills.

 

ITIL 4, SRE, and DevOps: differences?

The key differences among the methodologies are in:

• Team topology
  • ITIL 4 does not require the team members to be on one team.
  • SRE is a defined role with a defined title.
  • DevOps team topologies vary, but most effective DevOps teams are a single team with the same objectives and metrics.

 

• Metrics
  • ITIL 4:  meeting of service level objectives.
  • SRE: reliability of applications and services, with a focus on service level objectives and service level indicators.
  • DevOps: deployment frequency and time to restore.

 

• Certifications
  • The ITIL framework provides solid governance for IT and enterprise service management process optimization and improvements for medium and large organizations. Certifications are available at foundation, managing professional, strategic leader, and master level.
  • Courses to learn and understand SRE is available from Google and others.
  • DevOps certifications are available at the foundation and additional levels. The governance model is mostly done through self-organization.

 

When should ITIL 4, SRE, and DevOps be used?

You can adapt ITIL 4 anytime, there are no requirements of previous ITIL versions. ITIL 4 introduces and governs common best practices and language to improve customer satisfaction, service availability, and financial efficiencies. ITIL 4 also addresses organizations and people, information and technology, partners and suppliers, and value streams and processes.   SRE can be adopted via the introduction of an SRE engineer as a formal team member either within a DevOps team or within a Service Management team. SRE can also be adopted by organizations that don’t have any exposure to ITIL 4 or DevOps. Key usage is when reliability is a stated goal of the organization, and the system is undergoing any growth in users, complexity, and/or the number of configuration items. A key benefit of SRE teams is the creation of self-service tools and automation scripts to address the reliability and performance of applications and services which eliminates manual work.   DevOps adoption can take place anytime. Key trigger points are the demands of improved delivery speed and quality of software, products, and/or services to its stakeholders. One key benefit is that it brings cultural transformation, improves speed and quality on how software is developed and delivered. It builds on Agile software development and service management techniques and encourages the use of automation to reduce manual work of skilled individuals to focus on more value-adding tasks and activities. DevOps highlights the reliability, maintainability, and operability of software across all its team members.  

Conclusions

All three methodologies can co-exist together to align teams, meet stakeholder's demands, and improve the value delivered.

No matter which framework/s you choose, you need to focus on:

1. A common vision and a purpose
2. Infusing and managing a culture of care
3. Making decisions and making them visible
4. Defining metrics and measures before you start while continuing to prove the value of your efforts to your stakeholders.

Digital transformation is not achieved immediately across an organization, organizations should start with Best Practices and methodologies that fit their needs by starting small, then learn, build expertise, and scale-up. Source: Stop the Arguments: ITIL v4 and SRE and DevOps All Are Transformation Aids by Eveline Oehrlich, DevOps Institute © 2019 DevOps Institute. All Rights Reserved.

Within ITIL 4 there is a lot to do about ‘control’ related to plan and improve activities. These are two specific aspects of the ITIL 4 Value Chain. The ITIL Strategist Direct, Plan and Improve module goes into depth on this topic and provides guidance to ITIL users when it comes to controlling.  

ITIL v4: Control

If we have to establish the direction, we need to define what the control is supposed to be. In ITIL 4 there is the concept of "shared government", which dispels the myth that government is linked to just the board of an organisation. Leading an organisation can be applied at many levels and each level has its own authority. In fact, each employee has a perimeter that he/she governs, has some form of authority, directs the actions to be taken and defines what the results are. ITIL emphasizes that beyond the sphere of control, people also have a sphere of influence, which means that resources can influence the decisions made by others.  

How to use ‘control’ according to ITIL 4?

ITIL 4 recommends to design and implement a goals cascade. This cascade must start from the goals and objectives that we set for ourselves. What follows are the definitions of the necessary indicators and the metrics that will support them.  

How to design a cascade

Often we start by the use of data-collection tools and collect information that is not always useful. Instead, here we start from the objectives and then define the indicators and metrics. The design of the measurement system cascades (in the image from top to bottom) is from purpose to metrics.

Of course, the measurement will then feed the indicators through the metrics, which will support the objectives and finally the ultimate goal of our needs (from bottom to top in the image).

So if it is true that it does not make sense that all decisions are taken at the same level, as it slows down the decision-making process, it is necessary to build a widespread authority. A widespread authority is created by delegating as much as possible. One way to do this is by using a metric cascade that provides the tools so that everyone can make the best decisions based on the information that he/she receives in regards to his/her own level. If the scope of control is too narrow it will always lead to pushing decisions upwards, which is something that should be avoided. If, on the other hand, the control area is too broad, there is the risk of making strategic decisions at lower organisational levels. On the one hand, restricted control leads to escalation and therefore longer times, on the other hand, less restricted control could lead to decisions with risks that are not carefully evaluated. We must therefore try to mitigate the risks by training people or providing guidelines so that decisions are aware and structured. The ITIL 4 Direct, Plan and Improve module provides the practical skills necessary to create an IT organization in continuous improvement, with a strong and effective strategic direction. ITIL DPI provides a practical method to plan and implement continuous improvement with the necessary agility. Learn more about the exam here.     ITIL® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

Olivia Le Jeune is project director for the transformation of the operational model of French Retail Banking and President of PMI France.  

What is your current job, what do you do?

I have been a project director for 3 years at the head of Retail Banking in France. Previously, I held a position which consisted of developing and establishing a project management community, at the level of the Société Générale group. Here we set up certification courses for our employees in France and internationally, in particular PMP® and ACP®, and that is how I joined the PMI (Project Management Institute). Société Générale is one of the biggest partner companies of the PMI, due to its number of certified employees (+600). My role was, therefore, to conceptualize and set up professionalization courses on 3 levels:

• Junior project manager
• Certification courses for project managers
• Project director

We gave form to the entire project management sector through thematic conferences. I was in charge of what was called "Project Bars" or "PM coffee". To start a new discussion or conference, we would start a topic, for example, "The cloud in project management, what does it mean to you?" We would then have this discussion with all sorts of employees with different profiles. We created interactive discussions on themes and collected feedback, which allowed us to raise certain issues or needs from the field. This is how we came to set up training courses and workshops at the group level. The initiative started face-to-face and following its international success, we carried out "blended project bars" both face-to-face and remote, simultaneously.  

How did you come to have a career in project management?

I own a master's degree in chemistry but due to the economic context of the time and the arrival of the euro, I was recruited into the banking sector as a programmer analyst. In those days, service companies were looking for scientific profiles because there were not enough computer scientists available. A few years later, I entered the world of project management, as an MOA project manager. I learned a lot from the service company, where I worked for over ten years. It allowed me to acquire a very diverse knowledge, to see a lot of customers, many ways of working and adaptability. In 2007 I responded to an offer from Crédit du Nord for a program PMO position. During the 5 years I worked here, I started to develop my expertise in PMO program and project management. Subsequently, I joined Société Générale. In 2016 we organized events in partnership with PMI and Microsoft, where I met a member of PMI who wanted to organize a national forum in Paris. He was looking to put together a team to set up the project, including an assistant, and I accepted the challenge. I was in charge of the second edition in 2017 and a year later I joined the board of directors of the PMI chapter France, with sponsorship and national projects as a mission. I was elected president of PMI France last year and re-elected this year. I am the second woman in France, elected president of a chapter and the first at the national level.  

Where did you get the idea of launching the Women by PMI initiative?

Statistics show us that only 25% of people involved with PMI are women (20% worldwide). We understood there was a need to create the Women by PMI project and we did so after very interesting discussions with our partner companies. The idea came from one of our volunteers working within the Schlumberger group. In view of the figures and her experience, she had the idea of creating a community of women at PMI, like the one at Schlumberger. The community focuses on Women in order to educate them about project management, PMP training and certifications.  

Why do you think the percentage of women is so low?

Project management, wrongly, is often associated with IT since job openings as a project manager are often related to IT departments. IT departments are mostly made up of more men than women. However, the world of project management is not limited to IT and encompasses a wide range of sectors where male and female are equally divided. The Women by PMI project is precisely the opportunity for us to spread information and show that project management is not only linked to the information system and IT. There is just as much need for project management in a business direction, in real estate, marketing, finance, ... I had the opportunity to interact with a young woman who felt that she was not concerned with project management in her daily life since she has the role of Product Owner. In reality, it is quite the opposite, the Product Owner is an integral part of the project. We, therefore, wish to redefine the definition of project management to clarify the discipline and all that it encompasses. I think there are a lot more women who do project management on a daily basis but are not necessarily aware of it. By informing professionals, men and women, and by clearly defining project management, we could easily increase these statistics.  

What does the Women in PMI project entail precisely?

Through this initiative we want to:

• Develop and professionalize certain companies which to date do not have knowledge of PMI and what it can provide at the corporate level.
• Popularize what project management is, the professions and what it encompasses, in order to facilitate the understanding and recognition of professionals.
• Inspiring thousands of women.
• Increase the PMI community, both in terms of professionals and partner companies, which I would like to point out are absolutely heterogeneous, from all profiles and sectors.

 

What about the practical side of the project?

Our aim is to further spread the professionalization of project management, through certifications, training courses and also mentoring. The focus is mostly, but not limited, to women. We organize a lot of initiatives, networking events, PM coffee to enable women to create and develop their own network, either with partner companies or among themselves. We held an event in November 2019, in partnership with Schlumberger for the launch of the initiative, as well as two themed networking events before the lockdown, which were all very successful. Unfortunately, all our initiatives since February have been cancelled.  

How can I join the initiative?

You can join the initiative as a member: you can register for online events as soon as they occur and participate in face-to-face events. The COVID-19 crisis has slowed the development of the initiative, but as soon as the situation allows it, we fully intend to resume our efforts. We would like to welcome new volunteers to support us and actively participate in the development of Women by PMI. This project is a real added value, beneficial not only for women but for the entire project management community and for all the people who do project management thinking of not doing it. We want to support professionals in their development, particularly through the mentoring project. Indeed, being and feeling accompanied by a senior project management mentor is a real advantage. What is extraordinary about this initiative is the meeting and mixing of all these women who share varied experiences and skills, whether they are members or not, volunteers or not, there is an enormous wealth that emerges from the diversity of the community, however intercultural it may be. To all the women of the community: know that you are welcome!   Fabiola Maisonnier Project Manager PMI France, Olivia Le Jeune President PMI France, François Delignette Sponsor of the initiative  

Olivia Le Jeune

Olivia is project director for the transformation of the operational model of French Retail Banking and President of PMI France.

As described in the Scrum Guide, there are three core roles in Scrum, responsible for meeting the project objectives: the Product Owner, the Scrum Master and the Development Team. The Scrum Product Owner is the professional responsible for maximizing the value of the product resulting from the work of the Development Team or, in other words, for maximizing business value for the project. He or she is responsible for articulating customer requirements and ensuring the business justification throughout the project. We can say this role embodies the voice of the Customer. The Product Owner is the sole person responsible for managing the Product Backlog. This means:

• Clearly expressing Product Backlog items
• Ordering the items in the backlog to best achieve goals
• Optimizing the value of the work of the Development Team
• Ensuring that the Product Backlog is visible, transparent and clear to all and that it shows what the Scrum Team will work on next
• Ensuring the Development Team understands items in the Product Backlog to the level needed.

The Product Owner is one person, not a committee. He/she may represent the desires of a committee, but those wanting to change a Product Backlog item’s priority must address the Product Owner. The Product Owner’s decisions are visible in the Product Backlog and the Development Team works according to these defined set of requirements. It’s fundamental that the entire organization respects his or her decision in order for the Product Owner to succeed.  

The Responsibilities of the Scrum Product Owner

The Product Owner represents the interests of the stakeholder community to the Scrum Team. He/she is responsible for:

• Ensuring clear communication of product or service functionality requirements to the Scrum Team
• Defining Acceptance Criteria, and ensuring those criteria are met.

The Product Owner must always maintain a dual view, understanding and supporting the needs and interests of all stakeholders, while also understanding the needs and workings of the Scrum Team. The following are the specific responsibilities of the Scrum Product Owner:

• Define the Project Vision
• Help create the Project Charter and Project Budget
• Identify Stakeholder(s)
• Help determine Scrum Master and Scrum Team members
• Help develop a Collaboration Plan
• Help develop the Team Building Plan with Scrum Master(s)
• Create Epic(s) and Personas
• Prioritize the items in the Product Backlog
• Define Done Criteria
• Create a Release Planning Schedule
• Help create User Stories
• Define Acceptance Criteria for every User Story
• Clarify User Stories
• Work with Scrum Team to commit User Stories
• Explain User Stories to the Scrum Team while creating the Task List
• Provide guidance and clarification to the Scrum Team in estimating effort for tasks
• Clarify requirements to the Scrum Team while creating the Sprint Backlog
• Clarify business requirements to the Scrum Team
• Accept/Reject Deliverables
• Provide necessary feedback to Scrum Master and Scrum Teams
• Update Release Plan and Prioritized Product Backlog
• Help deploy Product Releases and coordinates this with the customer
• Participate in Retrospective Sprint Meetings
• Secure the initial and ongoing financial resources for the project.

 

The necessary skills for being a Scrum Product Owner

The Scrum Product Owner should be a Scrum Expert, knowing Scrum processes. He/she also must have business domain knowledge and excellent communication skills. Other important soft skills, highlighted by the Scrum Guide are:

• Ability to handle uncertainties
• Negotiation Skills
• Approachable
• Proactive
• Decisive
• Pragmatic
• Goal-Oriented

  Sources: Schwaber and Sutherland, The Scrum Guide; © 2017 SCRUMstudy™. A Guide to the Scrum Body of Knowledge (SBOK™ Guide).

Project Management is and will stay a fundamental skill. Every aspect of every professional role can be considered part of project management and/or its implementation. In order to acquire the skills necessary for a successful future, it is therefore important to invest in training and professional development. There are many methods and certifications in the world of project management, but among these the most famous are certainly PMP® and PRINCE2®. We very often receive questions about the difference between the two certifications, so we decided to give you all the information by comparing the most important elements of both.  

PRINCE2 (Projects In Control Environment)

PRINCE2 is an integrated project management method that provides a set of processes and issues applicable to the management of a project from start to finish. PRINCE2 provides a model of what needs to be done, who needs to do it, and when it needs to be finished.

PRINCE2 was developed by the UK Office of Government Commerce (OGC) in 1996 and is a registered trademark of Axelos. The current version is the PRINCE2 6th Edition.  

PMP (Project Management Professional)

PMP, which stands for Project Management Professional, is a standard, a "body of knowledge" (PMBOK). It contains "everything" you need to know and do in Project Management. PMP covers the broad spectrum of project management skills and techniques that Project Managers may need to apply, such as leadership and negotiation. The certification was developed and is issued by the Project Management Institute (PMI), an authoritative body in the field of project management.   Interested to learn more about PMP? Register for our FREE webinar. Xavier Heusdens will explain why it is worth it to invest in the PMP certification.  

The differences between PRINCE2 and PMP

The key difference is that while PRINCE2 is a methodology, PMP is considered a body of knowledge. The PRINCE2 method can guide and tell you how to proceed with your projects. To help you achieve your goals, it also provides templates that you can use or adapt to your projects and the needs of your organization. PMP on the other hand, provides a framework, a body of project management knowledge. It can provide you with a range of techniques and tools that you can apply according to your needs. This means that PMP certification certifies the mastery of Project Management skills and techniques, while the PRINCE2 certification certifies the ability to manage the project in a controlled manner following the PRINCE2 method. An example. To create a plan in PRINCE2 it is necessary to estimate the activities - there are various techniques that can be applied depending on the project, but PRINCE2 does not say what these techniques are. The PMBOK instead offers an explanation and analysis of the range of estimation techniques available so that you can choose what fits best for your project.  

PMP and PRINCE2 comparison

 

Applicability

Both certifications can be applied to any type of project. They are both standards and can be adapted or tailored as needed.  

Importance and diffusion

Both are certainly two important and prestigious certifications, recognized worldwide. In general, PRINCE2 is more widespread in Europe and PMP in The United States of America. Both certifications can be required for participation in public tenders. On a more individual level, both can also improve and influence the CV and career path of a professional.  

Levels of certification and prerequisites

PRINCE2 consists of two levels: PRINCE2 Foundation and PRINCE2 Practitioner. The Foundation level contains the theoretical part of the method, so it serves to have a general understanding of the methodology. There are no prerequisites for this level, but experience in project management is recommended. The Foundation certification does not expire and is a prerequisite for accessing the next level, the Practitioner.   The Practitioner level gives the possibility to understand how to apply the method in practice. The Practitioner certification lasts for 3 years. In order to access it, you must have one of the following certifications:

• PRINCE2 Foundation,
• PMP,
• CAPM,
• IPMA.

Of course, we recommend the PRINCE2 Foundation certification as it is useful to know the method and then be able to apply it.   PMP consists of a single certification level and has well-defined prerequisites. In order to take the exam with the Project Management Institute (PMI), it is necessary to demonstrate that you have attended at least 35 hours of training and to demonstrate project management work experience. In particular:

• for those in possession of a degree, it is necessary to have achieved project management work experience for at least 4,500 hours over a minimum of 3 years
• for those in possession of a high school diploma, having achieved project management work experience for at least 7,500 hours over a minimum of 5 years.

 

Exams

The PRINCE2 exams to obtain official certifications can only be taken through an ATO (Accredited Training Organization). ATOs are accredited by Axelos. ATOs typically offer PRINCE2 training courses which include the PRINCE2 Foundation and PRINCE2 Practitioner certification exams. The PMP exam must be taken at one of the Pearson Vue centers, the only ones recognized by PMI for the exam part. The exam must be booked through the PMI, the exam preparation courses can instead be taken at an R.E.P (Registered Education Provider) of the PMI or other training institutions. A fundamental element is a certificate that demonstrates the 35 hours of training (contact hours).  

PRINCE2 and PMP. Conclusion

PMP and PRINCE2 certifications are certainly different from each other but they have a common goal: to improve the success of projects. The choice of one over the other must be based on several factors which may include your personal professional needs. You have to really understand whether you are looking for a methodology that could help improve the managing of your projects, or whether you are more curious to learn the ins and outs of project management. Another important aspect that can influence your choice between PMP and PRINCE2 is the current methodology that is used by your organization. But also market needs, personal growth, and general management may impact your choice. Of course, the two certifications are compatible: if you have the PMP certification it might be useful to learn the PRINCE2 method. Likewise, after obtaining the PRINCE2 certification, you could read the PMBOK Guide and evaluate the PMP certification to demonstrate your knowledge and skills along with your Project Management experience.  

Looking for Project Management Training? Contact Us

Do you have more questions about the differences between PMP and PRINCE2? Contact us and we will be happy to support you with more information, customized to your needs! QRP International is ATO, we are accredited by Peoplecert on behalf of Axelos and we can provide you with the necessary training to obtain the PRINCE2 certificates. We also provide preparation courses for the PMP exam.

PMP stands for Project Management Professional and is considered the golden standard for project management. The certification, provided by PMI (Project Management Institut) is recognized worldwide. The certification requests a real commitment and proven experience within the world of project management. Once certified, professionals have more possibilities in the workforce and to take the next step in their career. The organisation will also benefit from an employee that is PMP certified, as it brings lots of knowledge and experience. PMP is based on the PMBOK guide (Project Management Body of Knowledge), which is a guide created and updated by PMI every 4-5 years. The purpose of the PMBOK Guide is to recognize and explain generally accepted knowledge and systems that can be applied to projects. It is a summary of what is generally recognized as ‘good practice’.  

The benefits of PMP

The certification process of the PMP requests a time-investment and covers a lot of topics. The certification process requires dedication. However, also the benefits speak for themselves, both for the individual and the organisation. We listed the 5 main benefits:

1) New skill

The PMP certification scheme includes many new learnings. It covers both technical skills as soft skills and prepares the participant to be all round Project Manager.

2) Global recognition

PMP is universally recognised. PMP is global and the learned techniques and skills can be applied to all sorts of projects. PMP is industry independent.

3) Commitment to your profession

To be able to write ‘PMP’ behind your name, will show your colleagues, managers and recruiters that you take your profession very seriously. It shows that you are up to date regarding the latest project management developments and that you are eager to learn and constantly develop yourself.

4) Join the club

Globally there are about a million PMP certified professionals. PMI regularly organises events for these professionals to increase networking possibilities. But there are also many other online and offline communities where PM related topics are being discussed.

5) Professional growth

The PMP certification increases your chances of career growth and salary increase.  

The five areas of PMP

The PMBOK guide offers a process-based approach to project management. It breaks down project management into 49 processes, which are then grouped under PMBOK process groups and knowledge areas. The process groups guide you in what actions to take, while the knowledge areas cover the things that you need to know as a PM.   There are five different process groups: 1. Initiating Processes required to launch a new project or project phase

2. Planning Processes required to define and plan the project and its execution.

3. Executing Processes required to complete project activities and tasks

4. Monitoring and controlling Processes required to check, monitor and report the project progress and performance

5. Closing Processes required to finalize a project or project phase   The 10 Knowledge Areas that have been defined in project management are:

. Project Integration Management This knowledge area contains the tasks that hold the overall project together and integrate it into a unified whole.

. Project Scope Management This knowledge area contains the work that is included in the project. It defines and validates the scope.

. Project Schedule Management This knowledge area contains the planning of activities and schedule (start and finish dates of tasks).

. Project Cost Management This knowledge area contains the determination of the budget and manage the costs.

. Project Quality Management This knowledge area contains plans, manages and controls the quality of the project.

. Project Resource Management This knowledge area contains the planning and managing of the team and the resource allocation.

. Project Communications Management This knowledge area contains the planning, managing and monitoring of the communication to and with stakeholders.

. Project Risk Management This knowledge area contains the risk analysis, the monitoring of risks and the risk responses.

. Project Procurement Management This knowledge area contains the planning, conducting and controlling of procurement activities.

. Project Stakeholders Management This knowledge area contains the identification of the stakeholders and managing the stakeholder engagement.

  The 5 process groups and 10 knowledge areas come together in a matrix format to encompass the 49 individual processes. The processes intersect with each process group in such a way that each of the 49 processes falls under one knowledge area and one process group.  

Getting PMP certified

To be able to take the PMP certification exam, there are some basic requirements you must meet. PMI wants to keep the level high and therefore requires that the candidate must have worked as a PM for 4.500 or 7.500 hours (depending on previous education). It is also a must that the candidate has followed 35 hours of project management education. The PMP certification also requires lots of self study, it is generally assumed that 300 to 400 hours should suffice to be fully prepared. If you study 2-3 hours a day, this means that you can plan the exam about three months after you start studying. The PMP exam itself takes 4 hours and is made up by 200 multiple choice questions. Once you have passed the exam and are an official Project Management Professional, you will have to maintain your certification. This means that you have to earn 60 Professional Development Units (PDU) every three years. There are two types of professional PDU’s, ‘education’ and ‘giving back to the profession’. Interested to learn? Register for our FREE webinar. Xavier Heusdens explains why it is worth it to invest in the PMP certification.